The Healthcare Analytics Summit 2015 will have 4 types of sessions:
These sessions will be categorized into 4 major themes or tracks:
- Organizational leadership
Many of these sessions have been selected and are in development. More specific descriptions will be coming shortly. However, here is a quick overview of the types of sessions under development
1. Keynote Sessions
- Daryl Morey
Houston Rockets’ General Manager
Managing Director of Basketball Operations
“The Moneyball Philosophy: Bringing Analytics to the NBA”
With an unparalleled expertise, Morey provides insights into how leaders can introduce new analytics practices to their organizations. Audiences learn tactics to better structure their own organization’s teams, assets, and systems. Morey provides concrete strategies—even drilling into the statistical science driving the Big Data-Analytics movement, for those groups seeking a true “nuts and bolts” takeaway.
- Jim Collins
Best Selling Author including Built to Last, Good to Great and Great by Choice
“Greatness in Turbulent Times”
Change is accelerating, uncertainty is permanent, and chaos is common. Why do some leaders and organizations thrive in uncertainty, even chaos, and others do not? They don’t merely react: they create. They don’t merely survive: they prevail. They don’t merely succeed: they thrive.In this session Jim will cover a number of topics including:
- How the most successful leaders embrace effective behaviors needed to build great organizations
- Why leaders who understand their organization’s passion, ability, and economic engine are more likely to build great enterprises
- Where great organizations place their big bets, and how they use those to scale innovation
- What productive paranoia can help organizations do (and perhaps more importantly, not do)
- How great leaders think about luck, and what they do with the luck they get
As you think about this session, ponder two of Jim’s most frequently cited quotes:
“Greatness is not a function of circumstances. Greatness is largely a matter of conscious choice, and discipline” – Jim Collins
“Whether you prevail or fail depends more on what you do to yourself than on what the world does to you.” – Jim Collins
- Amir Dan Rubin
President and CEO Stanford Health Care
“Delivering Excellence at Stanford Health Care”
- Timothy G. Ferris, MD, MPH
Senior Vice President for Population Health Management
“How Partners Uses Analytics to Improve Population Health Outcomes”
- Ed Catmull
Co-founder of Pixar
President of Pixar and Walt Disney Animation Studios
“Building Creative and Innovative Organizations”
Ed Catmull outlines techniques and ideas on leading creative and innovative organizations. Some of the leadership philosophies he explores are:
Addressing hidden barriers to creativity and innovation
- Uncoupling fear and failure
- Getting the team right (if you want to get the ideas right)
- Preparing for unknown problems
- Making the process better, but knowing the true goal is to make something great
- Ensuring that a company’s communication structure does not mirror its organizational structure.
Behind the Traditions and Rituals
Long before Pixar was one of the world’s most successful movie studios, it was a small hardware company struggling to stay afloat. Ed Catmull, who co-founded the company in 1986 with Steve Jobs and John Lasseter, led Pixar toward its goal of making the first-ever computer animated movie, in turn growing it into the creative, innovative force it is today. Devoted fans of Pixar movies will enjoy this look behind the scenes of the heretofore mysterious world of Pixar, as well as learning about the underlying principles behind their approach. Catmull will also talk about working with Steve Jobs—how Jobs contributed to Pixar and how Pixar transformed Steve Jobs.”
2. Educational Breakout Sessions
- Overview of the Healthcare Analytics Market
Research Vice President, Global Industry Services Director, Healthcare Providers,
- Using Data to Transform the Patient Experience
M. Bridget Duffy, MD
Chief Medical Officer, Vocera Communications, Inc.
Former Chief Experience Officer – Cleveland Clinic
Healthcare organizations today face tremendous pressure to achieve clinical and financial results, often leading to a focus on efficiency and financial performance at the expense of the patient experience. However, organizational and clinical research has demonstrated that the patient experience also influences safety, clinical quality, and financial results.
Leveraging the power of data, there no longer needs to be a tradeoff as we put the science behind the human experience of care. Using a combination of courageous leadership, organizational commitment to a new strategic directions, engaged doctors and nurses, and a systematic way to continuously identify and close gaps in the patient experience, we can restore the human connections in healthcare while still enabling providers to improve clinical outcomes, financial performance and market differentiation.
As a leader in the patient experience movement, Dr. Duffy has spent more than 20 years defining the components of an optimal healing environment and designing innovative ways to restore humanity to healthcare. Dr. Duffy’s work has earned her several accolades. She was named the “2015 Woman of the Year” by Women Health Care Executives and selected as one of the “Most Influential Women in Bay Area Business for 2015” by San Francisco Business Times. In 2014, Dr. Duffy was recognized as a “Health IT Change Agent” by Health IT Outcomes and named among the “Top 50 in Digital Healthcare” by Rock Health. She also earned the Quantum Leap Award for taking the risk to spur internal change in the field of medicine, and was featured in HealthLeaders magazine as one of “20 People Who Make Healthcare Better.”
- Panel – Data Governance in Healthcare
Senior Vice President, Strategy, Health Catalyst
Former CIO – Cayman Islands, Northwestern University
The formal governance of valuable assets in corporations and organizations— people, finances, buildings, brand image, equipment— has been in existence for hundreds, maybe thousands, of years. The digital era of human and corporate evolution introduced a new and valuable asset— data. In this new and unprecedented area of asset governance, health system executives are increasingly challenged to define a pragmatic data governance strategy that maximizes the value of data to the mission of their organizations, while minimizing governance overhead.
Adding to that challenge, the competitive nature of the data warehouse and analytics market place has resulted in significant noise from vendors and consultants alike who promise to help health systems develop their data governance strategy. Having gone on his own turbulent data governance ride as a CIO in the US Air Force and healthcare, Dale Sanders, Senior Vice President at Health Catalyst will facilitate a panel with members from multiple health systems who are in different stages of implementing data governance principles. Some topics they will cover will include
- General concepts of data governance, regardless of industry
- Unique aspects of data governance in healthcare
- Common challenges and lessons learned establishing and running healthcare data governance
- The layers and roles in data governance
- Data governance in different scenarios and stages
- Panel – Best Practices in Achieving Physician Engagement
Dr. Bryan Oshiro, MD
Chief Medical Officer, Health Catalyst
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst, as he facilitates a panel on key best practices in getting physician engagement. Key topics in the panel will include identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, team-based approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
- The importance of physician engagement in quality improvement (the “why”)
- To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
- To identify strategies to enhance physician engagement (the “how”)
Please join Dr. Oshiro as he brings his background spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
- Why Clinical Content is the Missing Ingredient in Sustained Outcomes Success
- Best Practices in Deploying Clinical Improvements Throughout the System
- Big Data: When will Healthcare be Ready?
3. Case Study Breakout Sessions
- How Mayo Clinic Standardized Care Across 22 Emergency Departments
Christopher S. Russi, DO, FACEP
Chair – Division of Community Emergency Medicine
Department of Emergency Medicine
Organizations pursuing an M&A strategy while trying to achieve clinical standardization face a unique set of challenges. The piecemeal addition of facilities often results in sites with dissimilar cultures and conflicting approaches to clinical operations. This is problematic for two reasons. First, unless they create very clear, succinct operational efficiency to deliver high quality, they risk losing money. Second, variation between sites poses opportunity costs in terms of quality, when best practice clinical standards are not being consistently applied.
In 2012, Mayo Clinic Health System recognized the financial and quality opportunities of standardizing the clinical operations of their emergency departments. So, they tasked a physician-administrator dyad with an ambitious goal: harmonize the clinical operations of all 22 of Mayo’s emergency departments in Minnesota. The facilities ranged from Mayo’s flagship academic medical center ED to several small critical-access sites; in aggregate, the facilities saw over 350,000 patients annually.
While all Mayo facilities, the sites had different cultures, bylaws, physician compensation, and leadership structures. Adding to their challenge, many sites were paying below market-level salaries, and several were relying heavily on temporary physicians. With these challenges in mind, Dr. Christopher Russi, the chair of community emergency medicine, and Aaron Keenan, an operations administrator, were given the assignment to move forward and make this happen.
In this session, learn from Dr. Russi how they accomplished their tasks by
- Reorganizing the 22 academic and community EDs under a singular leadership structure
- Standardizing physician salaries across the EDs and creating a centralized recruitment process
- Creating new, more appealing rotational roles for both physicians and physician leaders
- Standardizing nursing education and protocols across facilities
- Learning the importance of in-person visits critical to getting buy-in and driving change
Within one year the results included: reduced transfer rates, dropped service line write-offs, improved billing and coding, rising HCAHPS scores, and increased success with hiring and retention saving significant contract hiring costs.
- Eliminating Waste and Reducing Cost: Re-Inventing Value in Cincinnati Children’s
Frederick C. Ryckman, MD
Professor of Surgery – Transplantation
Sr. Vice President – Medical Operations
Cincinnati Children’s Hospital
Healthcare will not be able to save enough money by continuing to focus on reducing costs in supply chain, labor costs, and procedures. We must move to standardizing essential elements of care where the bulk of our costs reside. Standardization leads to improved safety, efficiency, reliability, patient experience, and outcomes. And surprisingly, it also leads to greater opportunities for customization when done well. Join Dr. Frederick Ryckman, Sr. Vice President of Medical Operations, as he shares successes and outcomes in eliminating waste and reducing costs in Cincinnati Children’s Hospital. Some highlights include:
- Use of mathematic modeling techniques to “right size” intensive care units and manage urgent and emergent OR case load
- 10.5 Million in preventable costs through standardization of surgical site infection (SSI) prevention
- Improve Nurse at the Bedside Staffing and Work flow through predictive modeling and census prediction
- Use of Tablet based Situational Awareness model to improve workflow and real time information for managers and leaders
- Using patient entered data to manage chronic complex diseases.
- An ACO / Palliative Care Case Study
Dr. Robert Sawicki
Senior Vice President, Supportive Care
Executive Director, Data Delivery
OSF HealthCare—one of the first Pioneer Accountable Care Organizations (ACOs)—has a strong history of providing outstanding quality improvement in healthcare within hospitals, clinics, home health and other health provider entities across Illinois. For ACOs to succeed under value-based care, it is critical that organizations effectively coordinate care in the effort to maximize quality and safety, while minimizing costs and waste. It is also imperative that ACOs understand patients’ needs and values and incorporate them into all health decisions.
Please join Dr. Robert Sawicki, Senior Vice President of Supportive Care, and Roopa Foulger, Executive Director, Data Delivery, representing OSF, the recipient of the 2014 Illinois Hospital Association (IHA) Institute for Innovations in Care and Quality’s first annual Tim Philipp Award for Excellence in Palliative and End-of-Life Care—as they discuss how they leveraged technology and data to launch a community-wide supportive care initiative that has successfully maximized value for the populations they serve.
Attendees of the session will:
- Learn how OSF is improving healthcare quality and delivering on the Triple Aim.
- Explore innovative ways to improve care coordination.
- Discover how technology-enabled solutions drives community, patient, and physician engagement.
- Understand the benefit of a team approach to improving care coordination.
- Improving Surgery Outcomes and Implementing a Culture of Change
Dr. Monica Lopez, Kathy Carberry
Research has shown that the mean length of stay (LOS) for appendectomy procedures can vary significantly based on a number of factors, including severity of appendicitis (e.g. simple, complex), operating room availability, surgeon preference, nursing policies and hospital systems. Consistent with nationwide trends, Texas Children’s Hospital, a not-for-profit organization consistently ranked among the top children’s hospitals in the country, found that appendectomies represented a high volume (over 1000 per year) with significant variability in LOS, costs, and outcomes.
Upon further examination, additional challenges were identified including
- No system in place to track clinician adherence to evidence-based guidelines or to monitor outcomes after guideline implementation
- Incomplete, delayed, or retrospective data not gathered in a uniform way
- Chart abstraction activities by research residents and fellows were sufficient for generating answers to research hypotheses, but were also time and resource consuming and not flexible and efficient for providing near real-time outcomes data necessary for guiding patient care
In this session, you can learn the approach that TCH applied to address these challenges including
- Implementing a data warehouse to centralize and automate data distribution
- Using patient population analytics to enable quick definition and refinement of patient populations and active measurement of proposed care improvement interventions
- Permanent, integrated workgroups teams
- Evidence-based best practices
- Cultural transformation best practices to engage and educate clinicians
- Nursing and family education efforts
This resulted in improved outcomes and reduced costs such as
- Reduced simple appendectomy postoperative LOS by 36%
- Reduced average direct costs for simple appendectomies by 19%
- Increased postoperative simple order set adoption rates by 36%
- Increased % of patients receiving recommended antibiotic by 53%
- Using Predictive Analytics to Improve Outcomes at Crystal Run Healthcare
Gregory A Spencer, MD
Chief Medical & Chief Medical Information Officer
Crystal Run Healthcare
- Clinical Standards work to improve evidence-based care delivery: a how-to workshop
Texas Children’s has driven the science of care delivery through Clinical Standards work emanating from their Evidence Based Outcomes Center (EBOC). The center produces evidence based guidelines, evidence summaries and evidence informed pathways through systematic development processes. Over the course of 7 years, EBOC has developed over 38 full evidence based guidelines, has developed or supported the development of over 20 evidence based summaries, and has trained over 100 clinicians to develop evidence based products for use as shared baselines. These efforts have led to decreases in unwanted care variation improving patient and financial outcomes. Additionally, this work is estimated to have eliminated millions of dollars of waste in care delivery.
This workshop will provide learners with a roadmap for developing and implementing clinical standards work in their own healthcare systems. As TCH launches a national consortium of children’s hospitals who will collaborate on clinical standards work, this workshop will provide the background and theory necessary for participating in the consortium. However, the workshop is not limited to only those participants, as the learning is applicable to all settings.
- Heart Failure Readmissions
- Achieving Significant Financial Improvements with Data and Analytics: A Financial Case Study
- Establishing a Data-Driven Culture and Analytics Team
- Taking Waste Out of Healthcare: Making a big difference in Surgery, Robotics and Oncology
Jay T. Bishoff, MD, FACS
Director, Intermountain Urological Institute Intermountain Healthcare
It is nearly impossible to point a surgical instrument, in any direction, in the OR , without finding an area where quality improvement processes can be implemented to improve outcomes and decrease significant amounts of waste and inefficiency resulting in better results with lower cost. Literally millions of dollars are being wasted every day in every OR in this nation and you can be the one who starts the process to stop the madness. In this session Dr. Bishoff will share the results from recent projects, which have had this exact result. He will demonstrate how leadership principles can be combined with quality improvement to make meaningful change.
After this session the participants will be able to :
- Understand how to untangle a stalled out process delivering poor results and identify specific impact points for meaningful and positive change
- Discuss many, specific examples of quality improvement resulting in better outcomes with significant cost savings
- Create a detailed plan of action turning quality improvement principles into specific projects when you return home from the conference.
- How One Health System Restructured their Organization to Support Accountable Care and Population Health
- Improving Heart Failure Outcomes
- ACO Analytics
- Using Analytics to Improve Patient Injury Prevention Outcomes
- Using Analytics to Improve Outcomes in Children’s Hospitals (Panel)
- Using Analytics to Improve Outcomes in Smaller Health Systems (Panel)
- Improving Patient Safety Care Outcomes
4. Analytics Walkabout
The Analytics Walkabout is new to HAS’15. This experience will consist of 25 or more concurrent project sessions where attendees will be able to talk to front-line leaders across an array of projects. These are intended to be 10 minute sessions where you can quickly assess the success of smaller projects across a wide variety of clinical, financial, technical and leadership topics. Outcomes improvement often consists of a multitude of smaller, agile projects. We want to provide a wide variety of different projects, tailored for many different team member roles and types. Our intent is to provide something for everyone.
Of course, in the spirit of learning and fun, we will add a fun adventure element to the Analytics Walkabout, making it part of an interactive game with points and prizes. Here is list of the types of projects we are considering at this time.
We will select 25-30 of these to feature in our analytics walkabout.
- Data integration and report turnaround
- Heart failure
- How to develop an RFP and conduct an evaluation for an EDW / analytics platform
- How to deploy an EDW in 90 days
- Surgical services
- Predictive analytics: patient flight predictor
- ACO / ACO explorer
- Consolidating 10 systems in your EDW
- Revenue cycle management and Revenue Cycle Explorer
- Population Explorer and Comorbidity Analyzer
- Build or Buy an EDW
- Cloud based solutions
- External / Public reporting in a Heterogeneous EHR environment
- Surgical Site Infections
- Bringing in unstructured data into an EDW
- Improving workflow operations
- Quick source mart integration
- Using an EDW to feed analytics back into an EMR
- Registry productivity
- Data governance
- Data driven culture
- OR dashboard and workflow
- Community care
- Practice management
- Patient satisfaction
- Common patient identifier
- Episodes of care
- Shared risk / ACO explorer
- Executive dashboards
- Provider Productivity
- General Ledger
- Reducing reporting costs
- Reducing labor costs
- Core measures
- Physician transparency
5. User Group Pre-Summit Sessions
On Tuesday, September 8, from 12 pm-5 pm, we will have a Health Catalyst User Group lunch and kickoff prior to the general session. We will share product roadmap details, solicit feedback on what is working and what we can improve, and then have multiple best practice clinical and technical presentations from clients. Stay tuned for more specific details on those sessions.